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A "hypermarket" (sometimes called a "supercenter" or "superstore") is a big-box store combining a supermarket and a department store.[1] The result is an expansive retail facility carrying a wide range of products under one roof, including full groceries lines and general merchandise. In theory, hypermarkets allow customers to satisfy all their routine shopping needs in one trip. The term hypermarket (French: hypermarché) was coined in 1968 by French trade expert Jacques Pictet.[2]

Hypermarkets, like other big-box stores, typically have business models focusing on high-volume, low-margin sales. Typically covering an area of 5,000 to 15,000 square metres (54,000 to 161,000 sq ft), they generally have more than 200,000 different brands of merchandise available at any one time. Because of their large footprints, many hypermarkets choose suburban or out-of-town locations that are easily accessible by automobile.

History

In 1963, Carrefour opened the first hypermarket in St Genevieve-de-Bois, near Paris, France.[3] By the end of the twentieth century, stores were using labels such as "mega-stores" and "warehouse" stores to reflect their growing size.

Canada

Europe

The first European hypermarket is commonly mistaken to be the Carrefour store that opened in 1963, at Sainte-Geneviève-des-Bois, France,[4] The co-founders were influenced by the teachings of Colombian-born American marketing executive Bernardo Trujillo, who taught executive education as part of the NCR Corporation 's marketing campaign.[5] However, the Belgian retailer Grand Bazar preceded Carrefour by two years when it opened three hypermarkets in a short span in 1961 under the name SuperBazar after Belgian law restricting the size of department stores was abolished in January 1961. The first SuperBazar, opened in Bruges on 9 September 1961, initially designed to become a non-food department store, however only covered a surface area of 3,300 square metres (36,000 sq ft), and was later converted into a regular supermarket. The substantially larger store that opened a week later in Auderghem near Brussels, covering 9,100 m2 (98,000 sq ft), is regarded as a more proper hypermarket that brought the concept to fruition. [6] It was Belgian market development engineer Maurice Cauwe [fr], who adopted the concept from his frequent trips to the United States, particularly inspired from the Grand Union's "Grand Way" center in Paramus, New Jersey.[7]

Japan

The predecessor to Ito Yokado was founded in 1920 selling western goods, went public in 1957, and switched to that name in 1965. Seibu Department Stores was founded in 1956, and opened up its grocery chain Seiyu Group in 1963. Isao Nakauchi founded the first Daiei in Kobe in 1957, selling clothing, electronics, furniture and groceries all in one store. Jusco was created in 1970, and eventually became known as Aeon.

In Japanese, hypermarkets are known as (Sougou Suupaa, General Merchandise Stores). There is a distinction in Japanese between ? (Supers) and ? (Departs) with the former being discounters, but the latter selling luxury brand clothing and quite often high-end groceries as well.

United States

Americans typically refrain from using the term "hypermarket", instead calling such establishments "big-box stores", "supercenters", or "superstores". Until the 1980s, large stores combining food and non-food items were unusual in the United States, although early predecessors of today's hypermarkets existed.[8]

The Pacific Northwest chain Fred Meyer, now a division of the Kroger supermarket company, opened the first suburban one-stop shopping center in 1931 in the Hollywood District of Portland, Oregon. The store's innovations included a grocery store alongside a drugstore plus off-street parking and an automobile lubrication and oil service. In 1933, men's and women's wear was added, and automotive department, housewares, and other nonfood products followed in succeeding years. In the mid 1930s, Fred Meyer opened a central bakery, a candy kitchen, an ice cream plant, and a photo-finishing plant, which supplied the company's stores in Portland and neighbouring cities with house brands such as Vita Bee bread, Hocus Pocus desserts, and Fifth Avenue candies. By the 1950s, Fred Meyer began opening stores that were 45,000 sq ft (4,200 m2) to 70,000 sq ft (6,500 m2), and the 1960s saw the first modern-sized Fred Meyer hypermarkets.[9]

The Midwest chain Meijer, which today operates some 235 stores in six US states and calls the hypermarket format "supercenter",[10] opened its first such "super center" in Grand Rapids, Michigan, in June 1962, under the brand name "Thrifty Acres".[11][12]

In the late 1980s and early 1990s, the three major US discount store chains - Walmart, Kmart and Target - started developing hypermarkets. Wal-Mart (as it was known before its late-2000s rebranding as Walmart) introduced Hypermart USA in 1987, followed by Wal-Mart Supercenter in 1988;[13] Kmart opened its first Super Kmart (originally called Kmart Super Center) in 1991;[14] and Target came with the first Target Greatland stores in 1990, followed by the larger SuperTarget stores in 1995.[15] Most Greatland stores have since been converted to SuperTarget stores, while some have been converted into regular Target stores with the exception of 2 entrances (one example of this is the Antioch, California location).

In the early 1990s, US hypermarkets also began selling fuel. The idea was first introduced in the 1960s, when a number of supermarket chains and retailers like Sears tried to sell fuel, but it didn't generate sufficient consumer interest at the time. Today there are approximately 4,500 hypermarket stores in the US selling fuel, representing an estimated 14 billion US gallons (5.3×1010 l) sold each year.[16]

Size

The average Walmart Supercenter covers around 179,000 square feet (16,600 m2), with the largest ones covering 260,000 sq ft (24,000 m2).[17] A typical Carrefour hypermarket still covers 10,000 m2 (110,000 sq ft), while the European trend in the 2000s has rather turned towards smaller hypermarkets of 3,000 to 5,000 m2 (32,000 to 54,000 sq ft).[18] In France, INSEE defines hypermarkets (French: hypermarché/s) as non-specialized markets with a minimum size of 2,500 m2 (27,000 sq ft).[19]

Success

After the successes of super- and hyper-markets and amid fears that smaller stores would be forced out of business, France enacted laws that made it more difficult to build hypermarkets and also restricted the amount of economic leverage that hypermarket chains can impose upon their suppliers (the Loi Galland).

In France, hypermarkets are generally situated in shopping centers (French: centre commercial or centre d'achats) outside cities, though some are present in the city center. They are surrounded by extensive car parking facilities, and generally by other specialized superstores that sell clothing, sports gear, automotive items, etc.

In Japan, hypermarkets may be found in urban areas as well as less populated areas. The Japanese government encourages hypermarket installations, as mutual investment by financial stocks are a common way to run hypermarkets. Japanese hypermarkets may contain restaurants, Manga (Japanese comic) stands, Internet cafes, typical department store merchandise, a full range of groceries, beauty salons and other services all inside the same store. A recent[when?] trend has been to combine the dollar store concept with the hypermarket blueprint, giving rise to the "hyakkin plaza"--hyakkin () or hyaku en () means 100 yen (roughly 1 US dollar).

Future

Produce Section in Saveco

Despite its success, the hypermarket business model may be under threat from on-line shopping and the shift towards customization according to analysts like Sanjeev Sanyal, Deutsche Bank's Global Strategist.[20] Sanyal has also argued that some developing countries such as India may even skip the hypermarket stage and directly go online.[21]

However, warehouse clubs differ from hypermarkets in that they have sparse interior decor and require paid membership. In addition, warehouse clubs usually sell bigger packages and have fewer choices in each category of items.

Seminar paper from the year 2011 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 2,0, Shanghai University, language: English, abstract: Wal-Mart entered the Chinese market and opened its first Supercenter and Samâs Club in Shenzhen in 1996. Currently, Wal-Mart operates a number of store formats in China including Supercenters, Samâs Clubs, and Neighborhood Markets. Right now Wal-Mart has 190 units in 101 cities, and created over 50,000 job opportunities across China. This gives a first impression on the rapidly expansion of Wal-Mart in China.

In this assignment the Chinese market as well as Wal-Mart's marketing strategy referring to the Chinese market are analyzed.

Hypermarket industry is gaining popularity in these recent days. With variety of merchandise, services and facilities offering under-one-roof, consumers prefer to patronize in this store. Hence, understanding the consumer behavior in hypermarket is a great platform for retailers to be competitive. Lifestyle changes call for a need to further analyse consumer preferences to be aligned with the store attributes provided, which then lead to consumer satisfaction and ultimately store loyalty. However, lack of evaluation in the above matter would be resulted in unidentified focus as generalization from others may not be parallel. Additionally, many of previous study have partially examine the four important variable of lifestyle, store attributes, consumer satisfaction and store loyalty, showing its importance, conversely none have consider all four as a continuous model, which is the contribution of this study. Therefore, this study examined the relationship between three factor of lifestyle namely education oriented, socially active, credit prone with five important store attributes for the Iranian; store promotion, price, product assortment, store atmosphere and sales personnel.

The increasing saturation of retail markets in developed countries and the resulting fierce competition within their borders pushes global retailers to seek overseas markets. A comparison of different retailers' responses to different environment points to some effective implications for global retailers. Most COO studies have been conducted with respect to physical products, whereas research on the COO effect for services is very limited. Therefore, exploring the effect of COO of a retailer on the patronage intention and further understanding the difference of COO effect on retail patronage behavior between different cultures is of great significance to understand the determinants of retailersâ loyal patronage behavior. This book firstly explores the experiences and lessons learned from global retailers' operations in East Asian countries followed by discussing the cross-cultural effect of country image on consumersâ hypermarket store patronage intentions. The research findings should be especially useful to global retail managers in formulating their international marketing strategies, or anyone else who are interested in the cross-cultural study in retailing field.

Brand equity has increased in importance and created the need to develop more complex measures than are now used. Customer-based brand equity evolved from brand equity and was based on customer's perceptions of brands. Using the marketing mix to predict customer-based brand equity (brand loyalty, brand awareness, perceived quality and brand association) was an essential goal of this study. Two instruments (Marketing Mix Scale and Customer-Based Brand Equity Scale) were combined and used in this study.

The research topics for this book have been identified and the collection of data has been done in a standard manner. Data has been analysed in detail and results were obtained. The usage of several business models supports the research especially in terms of the research framework, in theory and analysis part. A critical review took place before the research conclusion and presentation to the audience. A Research on Business Development of Giant Hypermarket, Malaysia helps students and professionals in theory and practice. This book also helps students and professionals in generating ideas of enhancement of business development of a company.

This study covers the world outlook for retail sales by hypermarkets across more than 200 countries. For each year reported, estimates are given for the latent demand, or potential industry earnings (P.I.E.), for the country in question (in millions of U.S. dollars), the percent share the country is of the region and of the globe. These comparative benchmarks allow the reader to quickly gauge a country vis-a-vis others. Using econometric models which project fundamental economic dynamics within each country and across countries, latent demand estimates are created. This report does not discuss the specific players in the market serving the latent demand, nor specific details at the product level. The study also does not consider short-term cyclicalities that might affect realized sales. The study, therefore, is strategic in nature, taking an aggregate and long-run view, irrespective of the players or products involved.

Patty-Lynn is stunned when she runs into her wealthy ex-boyfriend, Sam. Sheâs still haunted by their painful breakup seven years ago. Recently widowed, Sam now wants to fix their broken relationship. Seeing Patty-Lynn, happy in her bakery, gives him hope. Can her prize-winning pie recipe sweeten his new business venture and heal their broken hearts?